Literature Review: Managing Successful Organizational Change In Organizations

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Literature Review
Best practices for undertaking change in organizations are disputed among academics and researchers. Some theoretical approaches believe that managers can frequently make change happen in their organizations, while other approaches downplay the significance of human agency (Fernandez and Rainey 168). Fortunately, there are models and frameworks that describe factors contributing to successful organizational change. The analysis in this paper utilizes the eight-factor model outlined by Professor Sergio Fernandez and Professor Hal G. Rainey in their article, “Managing Successful Organizational Change in the Public Sector,” to evaluate the MMSD and Sandburg Elementary School transitions. The analysis is further supported by: The Heart of Change, by John Kotter and Dan Cohen; “Trust in Schools: A Core Resource for School Reform,” by Anthony S. Bryk and Barbara Schneider; and “Seven strong claims about successful school leadership,” by Kenneth Leithwood, Alma Harris, and David Hopkins.

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Similarly to Fernandez and Rainey, Kotter and Cohen provide an eight-factor guideline to follow for successful change. This guideline is normative and not completely aligned with Fernandez and Rainey. However, it does provide a deeper understanding of the applicability of the factors described in both pieces. The book stresses that truth influences people’s feelings rather than facts changing people’s thinking. This is an important statement for public managers to consider when implementing change because it implies that the eight-factor guideline only works when people’s behavior is changed. Furthermore, successful organizations know how to seize opportunities and overcome obstacles to big change. They argue that strategy, culture, and systems are not the core problems when implementing change, even though they play a

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